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Integrated BIM/Lean Base Production Line Schedule Model for Modular

Construction Manufacturing

Article · May 2012

DOI: 10.1061/9780784412329.128

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Construction Research Congress 2012 © ASCE 2012 1271

Integrated BIM/Lean Base Production Line Schedule Model for Modular

Construction Manufacturing

Mansooreh MOGHADAM1, Aladdin ALWISY2, Mohamed AL-HUSSEIN3

1
PhD Candidate, Construction Engineering and Management, Department of Civil
and Environmental Engineering, University of Alberta, Edmonton, AB, Canada,
T6G 2W2; PH (780) 492-6293; email: mansoore@ualberta.ca
2
PhD Student, Construction Engineering and Management, Department of Civil and
Environmental Engineering, University of Alberta, Edmonton, AB, Canada, T6G
2W2; PH (780) 492-0370; email: alwisy@ualberta.ca
3
Professor, NSERC Industrial Research Chair in the Industrialization of Building
Construction, Construction Engineering and Management, Department of Civil and
Environmental Engineering, University of Alberta, Edmonton, AB, Canada, T6G
2W2; PH (780) 492-0599, Fax (780) 492-0249; email: malhussein@ualberta.ca

ABSTRACT
Building Information Modeling (BIM) and lean are two distinct concepts used
in the construction industry which are independently applied to the construction
process and provide profound impacts. Evidence shows potential gain if both BIM
and lean are integrated. This research proposes an integrated model that applies both
BIM and lean on a modular construction manufacturing (MCM) process and gains the
benefits of both concepts. A computer tool for drafting the modular construction
process called MCMPro was expanded to generate the building components’
schedule. The Value Stream Map (VSM) of the factory is generated based on the
components’ schedule through a proposed Integrated Process Improvement (IPI)
method using a set of mix lean principles to reduce waste over a broad range of
factory activities. A simulation model using Simphony.NET 3.5 is developed to run
the generated VSM and produces the results. The proposed methodology is validated
by a case study, which is a modular building located in Edmonton, AB, and illustrates
the effectiveness of the proposed methodology.

INTRODUCTION
Industrialization of the building construction process requires special methods
of production technology and particular design criteria to support automated
production operations that are focused on factory settings. Engineers must consider
production plan and support the manufacturing requirements for design and drafting.
Factory production provides opportunities for applying production efficiency
Construction Research Congress 2012 © ASCE 2012 1272

strategies extracted from lean thinking in the plant, including eliminating waste and
helping building manufacturers deliver a wider variety of products which are more
responsive to customers’ preferences in a shorter time and at a lower cost. To support
the manufacturer’s needs for design and drafting considering lean thinking in
construction, an integration of Building Information Model (BIM) with lean
construction principals is required. The concept of incorporating lean and BIM is not
new; Rischmoller et al. (2006) used Computer Advanced Visualization Tools
(CAVT) to improve the value generation in design and construction processes. They
used lean principles as the theoretical framework to evaluate the impact of CAVT in
waste reduction, better customer value, and improving construction flow. Khanzode
et al. (2006) introduced and applied the concepts of Virtual Design and Construction
(VDC) to represent aspects of BIM in Lean Project Delivery Process (LPDS). They
explained which specific VDC tools and methods can be applied to each phases in
LPDS to achieve the objectives of a lean production system.
Sacks et al. (2009a) discussed the synergy between BIM and lean
construction. They provided two examples to generate 3D visualizations of a
construction process in order to facilitate process flow and reduce variability within
the context of BIM software systems. In another attempt to integrate lean and BIM,
Sacks et al. (2009b, 2010a) provided a conceptual framework for assessing the
interconnections between lean and BIM and they identified 56 interactions through
their developed matrix. The profound conceptual framework proved the benefits of
using BIM in order to achieve the lean outcomes. In the same manner, Ningappa
(2011) used three different analysis methods including literature review on BIM and
Lean, existing data from a US general contractor, and interviewing BIM experts to
determine how BIM helps to achieve a leaner construction. The result proved that
BIM helps implement lean techniques mainly to reduce construction waste and save
cost in overall reduction of change orders.
Sackes et al. (2010b) compiled a set of requirements based on the Last Planner
System™, called KanBIM to implement a BIM-based lean production management
system. The KanBIM concept provides visualization of the construction product as
well as the production process which enables construction managers to focus on
establishing production systems and continuous improvement. In other research,
Alwisy (2010) developed an automated design system that produces design aspects
needed for construction manufacturing and facilitates information communication. He
developed an integrated computer tool for design and drafting for the modular
construction manufacturing (MCM) process called MCMPro that generates sets of
shop drawings. This research proposed an integrated model that applies both BIM and
lean on the modular construction manufacturing (MCM) process and gains the
benefits of both concepts. The MCMPro was expanded to generate the building
components’ schedule. Then the Value Stream Map (VSM) of the factory was
developed based on the components’ schedule through an Integrated Process
Improvement (IPI) using a mix of lean principles to reduce waste over a broad range
of factory activities. A simulation model was generated to explore the proposed VSM.
In this research, advanced methods and techniques in productivity efficiency were
integrated and a new methodology was created for manufacturing construction.
Construction Research Congress 2012 © ASCE 2012 1273

INTERACTION BETWEEN BIM & LEAN

BIM and Lean are two distinct concepts in the construction industry and each
provides a fundamental impact on the construction process. Although the two areas
are independent and are separately applicable to the construction process, profit can
be maximized by integrating both BIM and lean concepts. In the following section,
each concept is briefly introduced with emphasis on characteristics which highlight
the interaction between lean and BIM.
The phrase lean is used in lean production because everything is used less
compared to mass production (Koskela, 2000). Lean Production was developed by
Toyota led by Engineer Ohno to demonstrate waste reduction in Toyota production
system (TPS) (Ohno, 1988). The criterion to define waste in lean production is
performance from the customer point of view (Howell, 1999). According to Womack
and Jones (1996), lean principals are defined in five steps Specify value as perceived
by the customer for each specific product; Identify the value stream; Make the value
flow without interruption through the value stream; Let the customer pull the value
from the value stream; Strive and pursue perfection. The lean production concept was
adopted in the construction industry in 1992 through Koskela’s seminal report
(Koskela, 1992). The focus for lean construction, same as that for TPS, is on reducing
waste, increasing the value for the customer, and continuous improvement (Sacks et
al., 2009b). Lean production methods focus on the value stream in which value, as
defined by the customer, is continually added to a product. BIM is expected to
provide the foundation for some of the results that lean construction is expected to
deliver. Based on the definition in the BIM Handbook, BIM provides requirements
for new capabilities in construction and supports creation of an integrated design and
construction process that increases quality, and reduces the cost and duration of a
project (Eastman et al., 2008). BIM is applicable to all of the project stages and helps
reduce waste from the design conceptual stage to the construction operation (Arayici
et al., 2011). There are some benefits of using BIM particularly in applying lean to
the construction process. The procedure of generating shop drawings is simpler for
any building type once the model is generated completely. First a model is created in
BIM, and then the schedule for building components, material ordering, fabrication,
and the delivery process are developed (Azhar et.al, 2008).

MODULAR BUILDING CONSTRUCTION

One type of building construction technology is modular building where the
modules are manufactured in the factory under controlled conditions and transported
to be erected on site. The use of manufacturing construction is directly influenced by
the customer’s requirements. Such construction technology can increase the
effectiveness of advanced technologies such as BIM and Lean construction. The
modular construction manufacturing (MCM) process consists of three main stages:
panel prefabrication, production line in the factory, and on-site modules installation.
The production line is divided into a number of stations, where all activities including
framing, door and window, electrical, mechanical, and finishing can be done.
Construction Research Congress 2012 © ASCE 2012 1274

PROPOSED METHODOLOGY
The objective of this research is integrating BIM and lean for a modular
construction process. For this purpose the integrated computer tool for the design and
drafting of the modular construction manufacturing (MCM) process, MCMPro,
generates sets of shop drawings was expanded to generate building components’
schedule and accommodate the proposed methodology requirements (See Alwisy
thesis, 2010). Then the Value Stream Map (VSM) of the factory is developed based
on the components’ schedule through a proposed method called Integrated Process
Improvement (IPI) using lean principles to reduce waste over the factory activities.
The proposed drafting and design system, MCMPro, provides a complete set
of shop drawings needed for modular construction manufacturing using AutoCAD
Visual Basic for Applications 2009. This tool utilizes a Scenario Based Analysis
(SBA) in order to automatically generate the required set of shop drawings. SBA
interprets the inputs, criteria, and standards into a set of rules and incorporates it into
the tool core BIM [Figure 1]. Architectural components are represented through the
2D layout of the project and must yield to city bylaws. Structural requirements are
specified with building codes are used to define the components for each wall, door,
window, beam, and column. Modular concept provides a set of rules needed for
dividing the layout into units and specifies allowable module dimensions based on
road regulations, acceptable dividing elements, and rules related to slab thickness
adjustment for each unit.

Architectural design Modularity Concept

Input
Structural design Framing Method

• Model dimensions • ISO standards

Criteria • Available equipment Standards • Material dimensions
• Walls priority rules • City bylaw
• Constructability • National building code

Scenario Based Visual Basic for

Analysis MCMPro Applications
(SBA) (VBA)

Building Information Modeling (BIM)

• Current practice BIM model

• Construction manufacturing BIM model
Output
• Wood-framing shop drawings
• Takeoff list and building components’ schedule

Figure 1. The Scenario Based Analysis (SBA) process

Construction Research Congress 2012 © ASCE 2012 1275

The framing method uses framing best practice to specify different types of
wall connections, framing elements, and openings. These requirements are included
in the parametric algorithm and pass through three main stages: generating the
Building Information Model; creating the Modular Construction Manufacturing BIM;
producing detailed shop drawings. The upgraded model based on the construction
manufacturing concepts, creates a set of detailed construction drawings, take-off lists
of materials, and building components’ schedule.
After developing a fully-detailed set of shop drawings, Lean construction
concepts can be utilized to optimize the work flow in the production line based on the
amount of work needed to be performed in each station. For this purpose, a project
components’ scheduling for the production line stage is developed as input to create a
Value Stream Map (VSM) through a proposed Integrated Process Improvement (IPI)
method. The VSM is a core lean tool; it is a pencil and paper technique that
graphically depicts the flow of materials and information as value is added in the
production process. Most importantly, it helps identify opportunities for
improvements and operations that consume resources without adding value. In this
stage the VSM is created manually through an IPI method, though the model is under
development to create the VSM automatically.
The goals of the proposed IPI method include the following: increase
productivity, reduce or eliminate waste, standardize building processes, reduce
delays, eliminate bottlenecks and unnecessary material handling, raise skill levels,
reduce inventories, address defects and problems, and optimize space usage. The
proposed method is presented in Figure 2. The input for the IPI is the building
components’ schedule including wall, slab, door, window, beam, column, and MEP
system. A set of criteria need to be considered such as factory space limitation,
available human resources, factory working hours, and customer demand scheduling.
In the main process, the building components’ schedule is analyzed and the VSM for
the factory is created which is currently generated manually and shows the product
family, information and material flow, work cell, inventory space, daily customer
demand, supplier and shipping schedule, and production volume. Then a simulation
model using Simphony.NET 3.5© runs the generated VSM to produce results such as
takt time, lead time, processing time, amount of work in process, buffer stuck,
bottleneck, on time delivery percentage, and rework or defect rate. If the result from
the simulation model is not satisfying, then VSM is required to be revised and the
simulation model is updated with the new inputs and runs again until an optimized
result is produced as the output of the IPI method.

CASE STUDY
The Compassion House Foundation was established in 1998 with the vision to build a
facility supporting women with breast cancer from Northern Alberta during
diagnosis, treatment and the early stages of recovery. In early 2001, the Key to
Compassion Capital Campaign was launched. With the generous support of the
Edmonton community, and donors across the province, the facility was under
Construction Research Congress 2012 © ASCE 2012 1276

Building components’ schedule:

Input
Wall, slab, door, window, beam, column, MEP system

• Factory space limitation

• Available human resources
Criteria
• Factory working hours
• Customer demand schedule

Analyzing building components’ schedule

Generating Value Stream Map (VSM)
IPI
Main Developing simulation model in Simphony
Process
Evaluating the simulation results
Repeat the process to optimize the solution

Takt time Processing time

Lead time Amount of work in process
Output
Buffer stuck On-time delivery percentage
Bottleneck Rework or defect rate

Figure 2. The Integrated Process Improvement (IPI) process

construction by September of that year. The existing Compassion House is a 2-storey

building and a basement [Compassion House, 2008]. The new project is an extension
for the existing Compassion House. The architectural design for the building had the
capability for modular construction. Therefore the layout was divided into modules
except corridors and basement.

Generating BIM Output

The first step is to create a database to store the 2D layout analysis input and
output. For the purpose of generating the BIM, the developed tool MCMPro includes
a predefined set of knowledge-based rules that accommodate for the expertise needed
to read a 2D CAD properly. This set of rules is used to transform the lines in the 2D
layout into a BIM that includes the project’s different components that are
represented by these lines. The input data is 2D CAD and the architectural
requirements. The architectural requirements provide data related to the 2D and 3D
architectural design. This data is used to provide a 3D visualization for the BIM.
Structural design and wood-framing requirements are applied on the modular
construction manufacturing BIM to provide the detailed shop drawings needed for
manufacturing of the module’s wall, floor, and ceiling. The framing process starts by
utilizing walls, openings, and connections. After analyzing the framing data, two
Construction Research Congress 2012 © ASCE 2012 1277

grooups of data tables are sttored: detailed data tabl es that contaain data relaated to each
commponent and d layout dataa tables that display the take-off listt of materials. This data
is used
u to provide the detaiiled shop drrawing needeed to frame modules’ w walls, floors,
andd ceiling. Fig
gure 3 showss the generatted shop draw wings and m material take-off table.

Figure 3. Generated
G sho
op drawings and materiaal take-off taable

Integrated Pro
ocess Impro
ovement
Generatted building componentss’ schedule by MCMProo provides tthe required
dataa to create the
t factory future
f state value
v stream
m map. The modules off the project
werre proposed to be fabriccated in Iglo oo Prebuilt HHomes’ facttory. The ccurrent state
valuue stream map
m of the facctory based on the curreent process is first createed, and then
anaalyzed to maake necessary y changes foor improvem ment in flow, and a new sstate map is
creaated by the research teeam. Figure 4(a) presennts the VSM M of the facctory. Work
cellls, work flow
w, and requirred man-hou urs for each cell were deefined based on the lean
prinncipals and project scheedule. All acctivities andd their sequeences in eacch cell were
clarrified and triiangular or beta
b distributions for thee process tim me of each acctivity were
deffined. In thee next step, a simulation n model usiing Simphonny.Net3.5© along with
Palisade @Risk k© was dev veloped to simulate
s the productionn process baased on that
deppicted in thee future statee value streaam map. Figgure 4(b) shhows a snappshot of the
devveloped simu ulation modeel. The model is capablee of producinng results foor takt time,
leadd time, proccessing time, amount off work in prrocess, buffeer stuck, botttleneck, on
tim
me delivery percentage,
p and rework k or defect rate. A sattisfying sim mulation run
demmonstrates an n attempt to eliminate muda
m or wastte from the ssystem incluuding delay,
tran
nsportation, correction anda rework,, over-proceessing, invenntory, over--production,
Construction Research Congress 2012 © ASCE 2012 1278

d process flow disconn

and nection. In this paper the result for processiing time is
con
nsidered to be b discussedd. The resultt from the ssimulation m model in verry first runs
wass not satisffying so th he sequencee of activitties, materiaal flow, annd required
man npower in some
s workinng cells weere changed and the VS SM was revvised. The
sim
mulation mod del also wass updated with
w the new inputs and preceded aggain until a
satiisfying resullt was producced. The ressult for the pprocessing tim
me of one m
module to be
fabricated in the factory is presented
p in
n Table 1. Thhe result show ws that one module can
be fabricated between
b 2610 to 2752 working
w minnutes (43.5 tto 45.8 workking hours)
within 90% leevel of con nfidence. The
T probabiility densityy function (PDF) and
cum
mulative den nsity function (CDF) of the result iss displayed in Figure 5.. With 95%
leveel of confiddent, each module
m can beb built in lless than 455.8 workingg hours (5.7
day
ys) that show ws 11 dayss improvemeent compareed to currennt process ttime in the
facttory which is 17 days beefore applyin ng lean on thhe manufactuuring processs.

4(b)
4((a) Figure 4.
4 Generated
d VSM (a) annd simulatioon model (b)

Table
T 1. Simu
ulation resullt for processsing time of one modulee

Name
N Min Mean M
Max 5% 95%
Total Process
2556 2682 28814 2610 2752
Time (min)

CO
ONCLUSION
Uncontrrolled condiitions and work
w sites lim
mitations haave negativee effects on
the cost, sched
dule, and thee project quaality. Modullar manufaccturing is a ssolution for
those challengees with neww requiremen nts in autom mating the ddesign and ddrafting for
more effective constructionn. BIM provvides the oppportunity forr automatingg the design
Construction Research Congress 2012 © ASCE 2012 1279

Figure 5. The output charts from the simulation model

and drafting process. Factory production provides opportunities for applying lean
principals in the plant. To support the manufacturing needs for drafting considering
lean thinking in construction, an integration of BIM with lean is required. In this
paper an integrated BIM/lean model for production line schedule of modular
construction Manufacturing was proposed. For this purpose the integrated computer
tool for drafting in the MCM process called MCMPro was expanded to generate
building components’ schedule. The VSM is developed based on the components’
schedule through a proposed method called Integrated Process Improvement (IPI)
using lean principles to reduce waste over the factory activities. A simulation model
was developed to produce the result of generated VSM. The results proved the
effectiveness of proposed model in reducing waste, time, and resource usage.

ACKNOWLWDGMENT
The authors are sincerely grateful to Compassion House Foundation and Igloo
Prebuilt Homes for providing required data for this research. Any opinions, findings,
and conclusions expressed in this paper are those of the authors and do not
necessarily reflect the views of teams involved in the Compassion House Project.

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 Construction Research Congress 2012 © ASCE 2012 1280

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